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Ambivalenzen in organisationalen Veränderungen
[Ambivalence in Organizational Change]

Author

Listed:
  • Sevda Helpap

    (Technische Universität Hamburg)

  • Sigrid Bekmeier-Feuerhahn

    (Leuphana Universität Lüneburg)

  • Luisa Pinkernelle

    (Leuphana Universität Lüneburg)

Abstract

Zusammenfassung Praxis und Forschung erkennen den hohen Stellenwert von Kommunikation in organisationalen Veränderungen an, dennoch ist bislang unklar, wie Mitarbeitereinstellungen durch Kommunikation beeinflusst werden. Insbesondere die Entstehung und Wirkung von ambivalenten Einstellungen werden vernachlässigt. Diese Studie geht der Frage nach, wie sich die Change-Kommunikation auf positive, negative und ambivalente Einstellungen auswirkt. Anhand einer qualitativen Szenariostudie werden die Einstellungsausprägungen von 168 Mitarbeitern verglichen, die eine partizipative oder eine programmatische Change-Kommunikation erfahren haben. Die Ergebnisse zeigen, dass bei Mitarbeitern mit ambivalenten Einstellungen die wahrgenommene Unsicherheit besonders hoch ist und dass Ambivalenzen durch eine programmatische Kommunikation begünstigt wird. Zudem werden unterschiedliche Ambivalenztypen identifiziert, wobei insbesondere die kognitive und kognitiv-emotionale Ambivalenz bei den betroffenen Mitarbeitern stark ausgeprägt ist. Abschließend werden theoretische und praktische Implikationen der Studie aufgezeigt.

Suggested Citation

  • Sevda Helpap & Sigrid Bekmeier-Feuerhahn & Luisa Pinkernelle, 2018. "Ambivalenzen in organisationalen Veränderungen [Ambivalence in Organizational Change]," Schmalenbach Journal of Business Research, Springer, vol. 70(3), pages 209-241, August.
    • Handle: RePEc:spr:sjobre:v:70:y:2018:i:3:d:10.1007_s41471-017-0043-z
    DOI: 10.1007/s41471-017-0043-z
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    References listed on IDEAS

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